TY  - BOOK
AU  - Lorino,Philippe
TI  - Pragmatism and organization studies
SN  - 9780198753513
AV  - HM786 .L67 2018
PY  - 2018///
CY  - Oxford, United Kingdom
PB  - Oxford University Press
KW  - Organization
KW  - Philosophy
KW  - Management
KW  - Pragmatism
N1  - includes index; Includes bibliographical references and index; Machine generated contents note; 1; Historical perspective: The Pragmatist adventure, from anti-Cartesianism to anti-Taylorism... --; 1.1; Metaphysical Club (1872): The origins and first steps of pragmatism --; 1.2; Fight against Cartesian idealism --; 1.3; Main figures of classical pragmatism: Peirce, James, Dewey, and Mead --; 1.4; Era of decline: from Pragmatism to pragmatism --; 1.5; Walter Shewhart: The anti-Taylorian exploration at the Hawthorne Works (1924) --; 1.6; From the linguistic turn to the pragmatic turn: Rorty and Putnam --; 2; Semiotic mediation at the heart of organizing: Questioning the representation/reality dichotomy --; 2.1; Representationalist mainstream of organization studies --; 2.2; Two mass distribution companies: A difficult logistic integration --; 2.3; Struggling for work safety in a building company --; 2.4; Discussion of the cases: The pragmatist critique of representationalism --; 2.5; Pragmatist theory of semiotic mediation --; 2.6; Pragmatist basis of the mediation concept: Thirdness and triadic sign --; 2.7; Semiotic mediation: The gate to temporality and sociality --; 2.8; Reassessing sociomateriality --; 2.9; Conclusion: Signs insinuate ghosts into organizational situations --; 3; Habits: The actional view of organizations --; 3.1; From the actional to the informational paradigm of organization: A historical "drama" --; 3.2; Two cases --; 3.3; Pragmatist focus on action and meaning --; 3.4; Pragmatist theory of habit --; 3.5; Revisiting the two cases --; 3.6; Activity as a collective discourse expressed in the language of habits --; 3.7; Some convergences with other theoretical frameworks --; 3.8; Conclusion --; 4; Inquiry: The process of thinking, acting, and mediating --; 4.1; Introduction --; 4.2; Searching for performance in the cardiology department of a hospital --; 4.3; Pragmatist definitions of inquiry: Belief, doubt, and situation --; 4.4; Inquiring versus controlling and problem-solving frameworks: In search of a problem --; 4.5; Inquiring as a social process: The community of inquiry --; 4.6; From the "mind first" dualism (thought versus action) to thought/action integration --; 4.7; Inquiry involves three types of inference: Abduction, deduction, induction --; 4.8; Inquiry is mediated and mediating --; 4.9; Methodological and managerial implications --; 4.10; Conclusion: Habit and inquiry, a recursive theory of action --; 5; Trans-action: Beyond the individual/collective dualism, the dialogical approach to sociality --; 5.1; Introduction --; 5.2; Sharedness" mainstream and its limitations --; 5.3; Few cases --; 5.4; Pragmatist dialogical and trans-actional approach to sociality --; 5.5; Dewey and Bentley's theory of trans-action --; 5.6; Trans-actional approach to sociality --; 5.7; Conclusion --; 6; Community of inquiry: Trans-actional inquiry and common concern --; 6.1; Introduction --; 6.2; Case study: Communities of inquiry and communities of practice at Electricite de France (EDF) --; 6.3; Classical pragmatism and communities of inquiry --; 6.4; Two types of solidarity, two types of community --; 6.5; Communities of process, activity systems, and shared concerns --; 6.6; Managerial applications of the pragmatist approach to the community of inquiry --; 6.7; Conclusion --; 7; Abduction --; 7.1; Introduction --; 7.2; Historical definitions of abduction --; 7.3; Abduction as a social process --; 7.4; Case study: Re-inventing urban planning --; 7.5; Discussion of the case: Four key characteristics of the tested process --; 7.6; Abduction in the organizational world --; 7.7; Conclusion: The social process of abduction fabulates the collective future --; 8; Value and valuation --; 8.1; Introduction --; 8.2; Four short stories of valuation --; 8.3; From dualist value to pragmatist valuation --; 8.4; Valuation process is mediated by valuation tools --; 8.5; Conclusion: What is at stake in the pragmatist approach to valuation? --; 9; Pragmatism, a process perspective on organizations --; 9.1; Introduction --; 9.2; Process turn in organization studies --; 9.3; Six questions raised by the process approach to organizations --; 9.4; Pragmatism: A process-oriented thought --; 9.5; Process of organizing in the light of pragmatist analyses --; 9.6; Conclusion: Some managerial and methodological implications --; 10; Pragmatist influence on managerial ideas and practices: The strange history of lean management --; 10.1; Introduction --; 10.2; Mary Parker Follett, "prophet of management" --; 10.3; Chester Barnard: Cooperation and authority --; 10.4; Donald Schon and reflection-in-action --; 10.5; Action research and the Tavistock Institute --; 10.6; Pragmatist sources of quality and "lean" management --; 10.7; Original features of "lean management" inspired by pragmatism --; 10.8; Call center case --; 10.9; Dominant practices of "lean" management today: Back to Taylorism --; 10.10; Conclusion; gen ed
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